非伦理领导与员工创新越轨行为:多重中介效应分析

以资源保存理论和情感事件理论为理论基础，以316名员工为被试，运用非伦理领导、情绪耗竭、内在动机和创新越轨行为等量表，对非伦理领导通过情绪耗竭和内在动机两个中介变量影响员工职场创新越轨行为的作用机制进行了探讨。研究结果表明：（1）非伦理领导、情绪耗竭、内在动机和职场创新越轨行为彼此显著相关；（2）情绪耗竭和内在动机的链式多重中介效应在非伦理领导与员工职场创新越轨行为之间起完全中介作用，非伦理领导不但分别以情绪耗竭和内在动机两个独立中介变量影响员工职场创新越轨行为，还可以通过“非伦理领导→情绪耗竭→内在动机→创新越轨行为”的路径影响员工职场创新越轨行为。     

人际不信任、消极情感与知识隐藏行为研究

人际不信任作为判断人际关系质量的重要标准会导致知识隐藏,但至今鲜有研究探讨二者之间的内在机制,削弱了实践指导性。依据情感事件理论和心理所有权理论,重点关注消极情感在人际不信任影响员工知识隐藏行为过程中的中介作用,以及员工知识心理所有权在上述关系中的调节作用。通过对324个样本的层级回归分析发现：（1）消极情感部分中介人际不信任对员工知识隐藏行为的影响;（2）知识心理所有权不仅对消极情感与知识隐藏行为之间的关系具有显著的调节作用,而且显著调节人际不信任通过消极情感影响员工知识隐藏行为的中介作用,表现为员工的知识心理所有权水平越高,消极情感在人际不信任和员工知识隐藏行为关系间的中介作用越弱。     

非伦理领导对员工职场创新越轨行为的影响机制研究

以资源保存理论和情感事件理论为基础,将情绪耗竭作为非伦理领导和员工职场创新越轨行为的中介变量,将员工创新自我效能感作为调节变量,提出一个中介调节模型并进行了实证检验.研究结果表明:非伦理领导正向影响员工情绪耗竭,并通过其中介作用对职场创新越轨行为产生影响;员工创新自我效能感的高低会调节情绪耗竭与职场创新越轨行为的关系.     

科研情绪耗竭如何诱发科研不端行为：基于自我损耗理论的解释

基于高校38个科研团队320名博士研究生样本,构建了一个有调节的中介效应模型,探讨了科研情绪耗竭对科研不端行为的影响机制。结果发现:科研情绪耗竭正向影响科研不端行为;科研情绪耗竭正向影响状态失控,状态失控正向影响科研不端行为,且状态失控在科研情绪耗竭与科研不端行为之间具有中介作用;组织沉默在状态失控与科研不端行为之间具有正向调节作用,且对状态失控的中介效应具有正向调节作用。最后,研究讨论了理论贡献和实践启示。     

组织知识共享氛围对管理创新的影响：基于员工自我效能的调节中介模型

基于组织环境释意的演化作用过程,本文构建了一个整合模型,分析组织知识共享氛围对管理创新的影响过程,并探讨员工建言行为的中介效应及自我效能感的调节中介效应。运用301份调查数据进行假设检验,结果发现：（1）组织知识共享氛围对员工建言行为和组织管理创新具有显著的正向影响;（2）员工建言行为在组织知识共享氛围与企业管理创新之间具有部分中介效应;（3）员工自我效能感在员工促进性建言行为与企业管理创新之间具有调节效应,且正向调节促进性建言行为在组织知识共享氛围与管理创新之间的中介效应。     

情绪智力、劳动策略与情感耗竭：有调节的中介模型

在充满市场竞争的现代服务业中,情感耗竭日益成为一种普遍的现象。本文首次根据479份银行柜员的问卷调查,通过构建一个有调节的中介模型,运用多元回归统计分析方法,研究了员工情绪智力对情感耗竭影响关系的路径及条件。结果表明：情绪智力对情感耗竭具有负向预测作用;情绪劳动策略中的表面扮演和深度扮演,分别中介了情绪智力对情感耗竭的影响关系;组织支持感是劳动策略影响情感耗竭的作用条件;组织支持感调节了劳动策略在情绪智力与情感耗竭之间的间接作用,即在组织支持感处于较低的前提下,情绪智力更多地通过表面扮演对情感耗竭构成影响效应,而在组织支持感较高的条件下,情绪智力更多地通过深度扮演对情感耗竭产生影响作用。相对于以往相关研究而言,这些成果既丰富和拓展了情绪智力等相关主题的理论研究,又可以对减轻情绪性工作员工的情感耗竭体验,发挥重要的实践价值。     

顾客不公平与员工反生产行为：情绪耗竭的中介效应与认同的调节效应

员工的反生产行为作为一种负面行为,逐渐受到学术界的关注。本文以资源保存理论为基础,从情绪耗竭的角度探讨了服务组织中外部因素(顾客不公平)如何导致员工反生产行为,并分别考察了组织认同和职业认同对顾客不公平与反生产行为之间关系的调节效应。采用103名服务员工和26名直接主管的配对问卷数据对研究假设进行验证。实证结果表明：(1)顾客不公平与员工指向组织的及指向个体的反生产行为之间均存在正相关关系;(2)情绪耗竭在顾客不公平与指向组织的反生产行为之间起到完全中介作用;(3)组织认同对顾客不公平与情绪耗竭之间的关系起到负向调节作用。     

职场地位视角下员工工匠精神的形成机制

   工匠精神是国之基石,是中国高质量发展的时代精神,传承和弘扬工匠精神对中国发展来说是一种迫切需要。本研究基于自我一致性理论,探讨职场地位对员工工匠精神的影响机理,以及组织自尊的中介作用和工作自主性的调节效应。通过305套领导-员工配对数据的实证检验,研究结果表明：职场地位显著正向影响员工的工匠精神;组织自尊作为个体自我认知在职场地位和员工工匠精神之间起部分中介作用;工作自主性不仅正向强化组织自尊与员工工匠精神之间的关系,并且正向调节组织自尊在职场地位和员工工匠精神之间的中介作用。研究揭示了职场地位视角下员工工匠精神的形成机制,为企业培育和弘扬员工工匠精神提供思路和建议。     

学习目标取向、共享意愿与员工创造力:机理与路径

尽管已有研究认为员工学习目标取向有助于员工创造力的实现,但是关于员工学习目标取向通过怎样的具体机制来影响员工创造力并没有得到系统的阐释。整合了心理机制和社会互动机制,探讨了一个有中介的调节效应是如何影响员工创造力的。研究结果表明:员工学习目标取向对创造力具有显著正向影响,知识共享意愿在员工学习目标取向与创造力之间起部分中介作用;心理安全感调节了员工学习目标取向对知识共享意愿的影响,进一步,心理安全感调节了知识共享意愿对员工学习目标取向与创造力关系的部分中介作用。     

伦理型领导对员工知识隐藏的影响机制研究

基于社会交换、社会学习和调节焦点理论视角探讨了伦理型领导对员工知识隐藏的影响机制。结果发现:伦理型领导的道德人与道德管理者角色分别促进"员工—领导"和"员工—员工"积极互惠的形成,进而抑制员工知识隐藏;树立角色模范和沟通强化等领导活动有助于员工心理安全感和道德认同的提升;伦理型领导通过唤起员工促进型的调节焦点对员工知识隐藏产生影响,员工个体特质调节焦点调节了这一影响过程。     

个体感知差异和职场排斥对知识共享行为的影响机制

本研究基于自我归类理论和社会需要理论，探索个体感知差异对职场排斥和知识共享行为的影响，以及成就需要和归属需要在这个过程中的调节效应。利用来自356位企业员工的样本数据，采用分层回归的方法进行假设验证。结论显示个体感知差异负向影响知识共享行为，职场排斥中介了二者之间的负向关系，个体成就需要和归属需要反向调节个体感知差异与知识共享行为、个体感知差异与职场排斥之间的关系。研究结果为知识共享领域的研究提供了新的视角和框架，同时对企业管理实践有一定的现实意义。     

工作不安全感对情绪耗竭的影响——社会支持的调节作用

工作不安全感作为组织变革过程中产生的重要压力源,不仅引发了员工对工作持续性和稳定性的担忧,同时导致了诸多心理健康问题。本研究构建了以社会支持为调节变量的工作不安全感对情绪耗竭的影响模型,分别从认知评价和情感体验角度探讨不同类型的社会支持对情绪耗竭的缓解作用。以10家企业的197位员工的数据为样本,运用层次回归等统计方法检验假设模型。结果表明:认知性和情感性工作不安全感对情绪耗竭均有正向影响作用。工具支持有利于降低认知性工作不安全感对情绪耗竭的影响,情感支持则会缓解情感性工作不安全感对情绪耗竭的影响。因此,企业可以采用针对性的社会支持组合策略,从认知和情感两方面帮助员工进行压力管理,缓解工作不安全感对情绪耗竭的影响。     

二元心智模式对研发人员创新行为的影响研究

个体二元行为的心理认知基础一直学界期待解释的重要问题。基于“特质-环境-行为”交互作用框架，实证检验了研发创新人员的二元心智模式作为一种高阶变量构成在特定网络环境下对其二元创新行为的影响。采用结构方程模型和阶层分析法，对71家中高科技企业的463名研发人员进行了问卷调查，发现由自我效能、互惠信念和创新思维交互作用产生的二元心智模式正向激励员工二元创新行为。回归分析显示员工关系网络的知识异质性正向调节二元心智模式对探索式创新行为的影响、负向调节对开发式创新行为的影响。通过高阶因子模型印证了二元心智模式的理论价值；最后探讨了用心智模式解释个体二元性心理认知基础的充分意义。     

防御定向、动机氛围对企业中知识隐藏的影响

知识隐藏是组织中个体面对知识请求时的故意隐瞒行为,抑制创新并削弱组织绩效。对注重安全和风险厌恶的防御定向员工来说,控制与保留知识可以维持自身优势,动机氛围调节了防御定向对知识隐藏的影响。为了揭示知识隐藏的动机和主要影响因素,本文运用实证研究方法,提出研究假设,并通过大样本分析检验假设得出结论。研究验证了防御定向对企业中知识隐藏具有促进作用,绩效氛围能够增强防御定向对知识隐藏的影响,且弱绩效氛围和强绩效氛围起的调节效果随防御定向变化而改变。掌控氛围削弱了防御定向对知识隐藏的影响,当防御定向较低时强掌控氛围起到更大的调节作用,当防御定向较高时弱掌控氛围作用更明显。绩效氛围和掌控氛围有相互抵消的倾向,组织中同时存在两种动机氛围时,各自的作用都会减弱。     

授权型领导影响知识型员工创新的信任机制

授权型领导是领导对员工信任基础上所作出的管理决策和领导方式,并影响到员工创新行为。本文研究授权型领导如何通过影响知识型员工的两种信任,并进一步影响知识型员工创新行为的中间信任机制,以及组织支持感在该机制中的调节作用。通过配对调研和数据收集与处理,实证研究发现,授权型领导能够正向影响知识型员工对领导产生的基于情感的信任和基于认知的信任,并最终正向影响知识型员工的创新行为,组织支持感正向调节授权型领导对知识型员工基于情感的信任和基于认知的信任的影响关系。     

文化差异感知、沟通模式与员工创新行为

While it is well-known that cross-cultural conflict management is a common problem in multinational joint ventures. The cooperation parties come from different countries and regions, and their social, political and legal systems and cultural backgrounds are different, which leads to the differences in business philosophy, decision-making thinking preferences and management communication modes. The conflict of managerial values caused by cultural differences will inevitably affect the management concept and mode of joint ventures, which will permeate the whole process of enterprise management activities. Employees from different cultural backgrounds may have different acceptance of the rules and regulations of the joint venture or different understanding of the work tasks, which may cause employees′ uncertainty or anxiety and ultimately affect their work innovation behavior and enterprise performance.  However, a fact that can not be ignored is that managers of joint ventures do not know much about cultural differences, the impact of communication modes and how to influence employees′ work innovative behavior. Managers need to manage cultural conflicts and differences between the two countries and even more countries in order to maximize cultural integration and enhance working enthusiasm and creativity of employees. So, this study attempts to reveal the deep-seated impact mechanism of cultural differences between parent company and subsidiary companies and management communication modes on employees′ work innovative behavior. And we also hope to explore the optimal communication mode in cross-cultural conflict management of joint ventures, so as to provide experience for cross-cultural conflict management of joint ventures. This paper took 211 employees of 12 automobile joint ventures as the research object. Cultural differences perceived by employees were viewed as the independent variable, and communication modes between managers and subordinates were regarded as both independent variables and moderating variables. The theory of anxiety/uncertainty management was adopted to analyze the effect and mechanism of employees′ perceptions of cultural differences on their work innovative behavior. The theory and techniques of Transactional Analysis were used to classify the communication modes between managers and subordinates. The hierarchical regression method was conducted to analyze the samples and compare the impact of different communication modes on employees′ innovative behavior.  Through empirical research, this study mainly draws the following conclusions: (1) Joint venture employees′ perceptions of cultural differences between parent and subsidiary companies affects their innovative behavior. The more cultural differences perceived by employees between parent and subsidiary companies, the more difficult it is for employees to understand the rules and regulations and normative requirements of joint ventures, thus enhancing the risk defense mechanism of employees and curbing their creative and innovative motivation in the process of work. (2) Manager-employee value conflict caused by cultural differences runs through the communication modes between managers and employees, thus affecting the innovative behavior of employees. The three dimensions of communication mode (complementary transactions, crossed transactions and covert ulterior) affect the direction and intensity of employees′ innovative behavior differently. Among them, complementary transactions positively affects employees′ innovative behavior, while crossed transactions and covert ulterior negatively affect employees′ innovative behavior. (3) Different communication modes adopted by manager-employee in the process of communication can moderate the impact of cultural differences perceived by employees on their innovative behavior. Among them, complementary transactions can weaken the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while covert ulterior strengthens the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while crossed transactions has no obvious moderating effect. The theoretical contributions of this study are mainly embodied in the following aspects. Firstly, this study confirms the impact of employees′ perceptions of cultural differences and communication modes between managers and employees on employees′ innovative behavior. Different communication modes between managers  and employees will not only directly affect employees′ innovative behavior, but also moderate the relationship between employees′ perceptions of cultural differences and their innovative behavior. Secondly, this study reveals the complex mechanism of the relationship between employees′ perceptions of cultural differences and their innovative behavior, and identifies the important moderating role of different communication modes. Thirdly, this study enriches the application fields of the anxiety/uncertainty theory, and expands the research fields of the theory and techniques of Transactional Analysis. The results of this study have important reference significance for the management practice of joint ventures. Based on the results of this study, the employees′ perceptions of cultural differences are important factors to affect employees′ innovative behavior. Therefore, we put forward the following management suggestions for joint ventures. Firstly, it is suggested that joint ventures should attach great importance to alleviating the uncertainty and anxiety caused by employees′ perceptions of cultural differences, strive to create a safe and harmonious working environment for employees, so as to stimulate their innovative potential and improve their work enthusiasm and creativity. Secondly, joint ventures should popularize the theory of Transactional Analysis and the techniques of Interpersonal Communication Interaction Analysis in the process of human resources training. In addition, managers and employees of joint ventures should choose appropriate communication modes. When communicating, both managers and employees should give priority to complementary transactions, avoiding the use of crossed transactions and covert ulterior. However, this study still has the following limitations: (1) This study took the employees of automobile joint ventures in China as research object. The representativeness of the samples needs to be improved. The universality of the research conclusions needs to be confirmed further. (2) There are some inconsistencies between self-evaluation and supervisor-evaluation of employees′ innovative behavior. The supervisor-evaluation data did not verify all the theoretical hypotheses. (3) The richness of the models needs to be strengthened. This study used the theory of anxiety/uncertainty management to explain the main effect of perceptions of cultural differences on employee innovative behavior, and tested the moderating effect of communication modes, but did not explore and test the mediating effect of the relationship between perceptions of cultural differences and employee innovative behavior. We will further explore the mediating variables and effects in the future study.     

组织信任与知识共享行为的演化博弈分析

知识是企业最为重要的战略性资源，为了提高知识的价值，企业需要促进员工间知识共享行为以增加其竞争优势。在有限理性的基础上，构建知识共享行为的演化博弈模型，依此分析影响员工间知识共享行为的因素，探究组织信任对知识共享行为的影响。结果表明，知识数量、知识贡献系数、共享奖励系数和共享惩罚系数与知识共享行为正相关而共享风险系数和成本系数与知识共享行为反相关，情感信任促进知识获取而认知信任促进知识贡献。